Iie Kaizen Events Best Practices


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  • Iie Kaizen Events Best Practices

    1. 1. Kaizen Event Best Practices IIE Twin Cities Chapter <ul><li>Agenda: </li></ul><ul><li>Welcome </li></ul><ul><ul><li>IIE Announcements </li></ul></ul><ul><li>Boston Scientific </li></ul><ul><li>Polaris Industries </li></ul><ul><li>Andersen Corporation </li></ul><ul><li>Panel Q&A </li></ul>
    2. 2. Chapter 38 Announcements IIE Twin Cities Chapter <ul><li>Randy Wahlstrom - President </li></ul><ul><li>Christy Finger – Board Member Opening </li></ul><ul><li>Dan Thury – April Event (Seagate) </li></ul><ul><li>http://www.iienet2.org/chapter/chap038/index.html </li></ul>
    3. 3. Kaizen Events at Maple Grove Operations
    4. 4. What does Kaizen Mean? <ul><li>Japanese term </li></ul><ul><ul><li>“ Kai” means “Change” </li></ul></ul><ul><ul><li>“ Zen” means “for the better” </li></ul></ul><ul><li>Kaizen: Continuous Improvement </li></ul><ul><li>Concept </li></ul><ul><ul><li>Small incremental improvements </li></ul></ul><ul><ul><li>Improvements add up over time </li></ul></ul>Kaizen does not necessarily mean an event or “Blitz”
    5. 5. What is a Kaizen Event? <ul><li>Continuous Improvement Event </li></ul><ul><ul><ul><li>Dedicated Resources </li></ul></ul></ul><ul><ul><ul><li>Specific Goals & Deliverables </li></ul></ul></ul><ul><ul><ul><li>Short time frame </li></ul></ul></ul><ul><li>Also known as </li></ul><ul><ul><ul><li>Rapid Continuous Improvement Event </li></ul></ul></ul><ul><ul><ul><li>Rapid Fire Lean </li></ul></ul></ul><ul><ul><ul><li>Kaizen Blitz </li></ul></ul></ul><ul><ul><ul><li>Lean Event </li></ul></ul></ul>
    6. 6. Why Kaizen Events? Kaizen Current State Future State (Lean) Kaizen drives the improvements which lead to a leaner business operating system
    7. 7. Kaizen Events convert opportunities
    8. 8. Into current state realities
    9. 9. What is the goal of an Event? <ul><li>Improve an area of the business </li></ul><ul><ul><li>Process Waste Reduction </li></ul></ul><ul><ul><li>Space Reduction </li></ul></ul><ul><ul><li>Labor Efficiency </li></ul></ul><ul><ul><li>Quality or Mistake Proofing </li></ul></ul><ul><ul><li>Output Improvement </li></ul></ul><ul><ul><li>Throughput </li></ul></ul><ul><li>Manageable </li></ul><ul><ul><li>Pick items that can be done right away </li></ul></ul><ul><ul><li>Not about big projects – new machines, new buildings, etc. </li></ul></ul><ul><li>Employee Involvement </li></ul><ul><ul><li>Culture change </li></ul></ul><ul><ul><li>Trying out ideas </li></ul></ul>
    10. 10. What does an event look like? <ul><li>Dedicated Resources </li></ul><ul><ul><li>No other responsibilities for event duration </li></ul></ul><ul><ul><ul><li>8 hours for 4 days (Mfg)/8 hours for 2-3 days (BPI) </li></ul></ul></ul><ul><ul><li>Core Team Members </li></ul></ul><ul><ul><ul><li>Leader (IE, BPIL, other) </li></ul></ul></ul><ul><ul><ul><li>Product Builders, functional reps (2) </li></ul></ul></ul><ul><ul><ul><li>Supervisor (from the target area) </li></ul></ul></ul><ul><ul><ul><li>Subject matter expert (IE, ME, QE, other) </li></ul></ul></ul><ul><ul><ul><li>At large participant (Operations) </li></ul></ul></ul><ul><ul><ul><li>At large participant (Non-operations) </li></ul></ul></ul>
    11. 11. What does an event look like? <ul><li>Core Team Expectations </li></ul><ul><ul><li>Work as a group throughout the day </li></ul></ul><ul><ul><ul><li>No rank, no title </li></ul></ul></ul><ul><ul><li>Hear out every member’s ideas </li></ul></ul><ul><ul><li>Everyone must be a full participant </li></ul></ul><ul><ul><ul><li>No observers </li></ul></ul></ul><ul><ul><li>Ideas should be tried & tested </li></ul></ul><ul><ul><li>Group decides on direction </li></ul></ul><ul><ul><li>Accountable to the goals established </li></ul></ul>
    12. 12. What happens during an event? <ul><li>Planning </li></ul><ul><ul><li>Week 1 </li></ul></ul><ul><ul><ul><li>Select project & team leader </li></ul></ul></ul><ul><ul><ul><li>Communicate with target areas </li></ul></ul></ul><ul><ul><li>Week 2 </li></ul></ul><ul><ul><ul><li>Select team members, define scope & goals </li></ul></ul></ul><ul><ul><ul><li>Write work plan/charter </li></ul></ul></ul><ul><ul><li>Week 3 </li></ul></ul><ul><ul><ul><li>Confirm commitments & gather some data </li></ul></ul></ul><ul><ul><ul><li>Re-communicate with target areas </li></ul></ul></ul>
    13. 13. What happens during an event? <ul><li>Week 4 – Event Week </li></ul><ul><ul><li>Day 1 </li></ul></ul><ul><ul><ul><li>Training for event </li></ul></ul></ul><ul><ul><ul><li>Map & assess current state </li></ul></ul></ul><ul><ul><li>Day 2 </li></ul></ul><ul><ul><ul><li>Determine improvements, implement </li></ul></ul></ul><ul><ul><li>Day 3 </li></ul></ul><ul><ul><ul><li>Pilot changes </li></ul></ul></ul><ul><ul><li>Day 4 </li></ul></ul><ul><ul><ul><li>Review project </li></ul></ul></ul><ul><ul><ul><li>create presentation </li></ul></ul></ul><ul><ul><ul><li>present to management </li></ul></ul></ul>
    14. 14. What happens during an event? <ul><li>Weeks 5, 6 & 7 – Follow up </li></ul><ul><ul><li>Prioritize open action items </li></ul></ul><ul><ul><li>Report to management & core team </li></ul></ul><ul><ul><ul><li>Open Items </li></ul></ul></ul><ul><ul><ul><li>Achievement of goals & deliverables </li></ul></ul></ul><ul><ul><li>Additional event if necessary (shorter) </li></ul></ul><ul><ul><li>Close out project & document (informal) </li></ul></ul><ul><ul><ul><li>Archive work plan </li></ul></ul></ul><ul><ul><ul><li>Label photos </li></ul></ul></ul><ul><ul><ul><li>Scan all data collected </li></ul></ul></ul><ul><ul><ul><li>Communicate with target area </li></ul></ul></ul>
    15. 15. Kaizen Events at BSC
    16. 16. Q1 Kaizen Event - Issuing in TAL Goal: Reduce wrong component or mixed component NCMRs for all Laser Assembly Lines Achieved: Four NCMRs during implementation and 0 in the last 4 months Kaizen
    17. 17. Q1 Kaizen Event- Sterling Balloon Tower Changeover <ul><li>Goal: </li></ul><ul><li>Reduce the changeover time by 50% for the Sterling Balloon Towers </li></ul><ul><li>Achieved: Reduced Set-Up Time from 78 minutes to 26 minutes, a 66% reduction. </li></ul>Goal Kaizen
    18. 18. Set-Up Method for Molder
    19. 19. Q2 Kaizen Event - Cardwire and Molding 1 Cell <ul><li>Goal: </li></ul><ul><li>Reduce Throughput by 50% and Reduce WIP by 75% </li></ul><ul><li>Achieved: </li></ul><ul><li>94% Reduction in throughput, </li></ul><ul><li>90% Reduction in WIP, </li></ul><ul><li>100 sq. ft. of open production space </li></ul>Goal Kaizen
    20. 20. Pre-Event Layout Finished Cart Start
    21. 21. Post-Event Layout
    22. 22. Maple Grove Findings <ul><ul><li>Proper planning is key to success </li></ul></ul><ul><ul><li>Involve management in planning process </li></ul></ul><ul><ul><ul><li>Scope & deliverables </li></ul></ul></ul>
    23. 23. Maple Grove Findings <ul><ul><li>Engage management in process </li></ul></ul><ul><ul><ul><li>Kickoff </li></ul></ul></ul><ul><ul><ul><li>Wrap up </li></ul></ul></ul><ul><ul><li>Follow up is key </li></ul></ul><ul><ul><ul><li>Master list of events </li></ul></ul></ul><ul><ul><ul><li>Quarterly updates </li></ul></ul></ul><ul><ul><ul><li>Monthly management report outs </li></ul></ul></ul><ul><ul><ul><li>Post event training – lose momentum! </li></ul></ul></ul><ul><ul><li>Training – Standard Work </li></ul></ul><ul><ul><ul><li>Garbage in/Garbage out </li></ul></ul></ul><ul><ul><li>Facilitators </li></ul></ul><ul><ul><ul><li>Need to be trained, experienced </li></ul></ul></ul>
    24. 24. Maple Grove Findings <ul><ul><li>Document your success </li></ul></ul>
    25. 25. Spirit Lake, IA
    26. 26. <ul><li>About Polaris   For more than 50 years, Polaris has been making machines that not only take you out there, they offer you a way out. A break from the routine. An escape from the ordinary. A moment of freedom. Snowmobiles came first in 1954 and quickly established a track record for advanced engineering. All-terrain vehicles followed in 1985, and since their introduction have set the standard for performance and innovation. 2005 marks the milestone of the 2 millionth ATV to roll off our assembly line. 1992 saw the arrival of our personal watercraft and their unprecedented combination of power and comfort. Then in 1997, the Polaris RANGER was born, creating a whole new class of off-road utility vehicles. In 1998, we introduced Victory Motorcycles, the first all-new American-made motorcycle from a major company in nearly 60 years and four years later turned the motorcycle industry upside-down by launching the first factory custom-order program and the sleek Victory Vegas cruiser. Of course, there's more to having a great time than just a great ride. So we also make Pure Polaris parts and accessories designed to match our machines better than anything off the shelf, and a full line of apparel and collectibles to stylishly capture the spirit of Polaris. We even offer financial services to make getting on our machines, and out into the open, easier than ever. </li></ul>
    27. 27. Polaris Production Sites <ul><ul><ul><ul><li>Spirit Lake – Victory and Ranger </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Roseau- ATV and Snowmobiles </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Osceola – Metal stamping/bending and Engines </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Vermillion – PG&A Distribution </li></ul></ul></ul></ul>
    28. 28. Why Kaizen? <ul><li>Employee Engagement at all levels. </li></ul><ul><li>Benchmarking of several companies who practice lean. </li></ul><ul><li>Proven method of continuous improvement . </li></ul>
    29. 29. The Lean Journey <ul><li>First Kaizen team 8/2005 </li></ul><ul><li>Kicked off My Idea Kaizen 11/2005 </li></ul><ul><li>Started Value Stream Mapping 12/2005 </li></ul><ul><li>In 2006 Kaizen Teams saved/avoided $ 285,000 (2 teams per month) </li></ul>
    30. 30. Kaizen Event Selection <ul><li>VSM </li></ul><ul><li>My Idea Kaizen (individual Kaizen) </li></ul><ul><li>Request from Supervisors and Engineers </li></ul>
    31. 31. Team Leader Selection <ul><li>Engineering/Tech group </li></ul><ul><li>Supervisor/Lead group </li></ul><ul><li>Manager group </li></ul>I am looking forward to adding hourly people to this list !
    32. 32. Team Leader Training <ul><li>Why Kaizen? </li></ul><ul><li>Expectations </li></ul><ul><li>Event Checklist </li></ul><ul><li>Employee Empowerment </li></ul><ul><li>5S </li></ul><ul><li>Lean Principles </li></ul><ul><li>VSM </li></ul>
    33. 33. Team Member Selection <ul><li>6-8 Team Members per team </li></ul><ul><li>From all areas of the plant based on skill needed for team subject </li></ul><ul><li>Other Polaris sites </li></ul><ul><li>Suppliers </li></ul>
    34. 34. Lean Training <ul><li>Pens are Us 4 hour session (Simulation to show how to go from a traditional manufacturing environment to a lean environment ) </li></ul><ul><li>Kaizen Toast (DVD) (This covers all the lean principles in a very simple way and is a great refresher ) </li></ul><ul><li>2007 Waste Hunt Training </li></ul>
    35. 35. Event Checklist
    36. 36. Event Checklist
    37. 37. Event Checklist
    38. 38. Contact Information <ul><li>Regina Reed </li></ul><ul><li>712-336-6721 </li></ul><ul><li>[email_address] </li></ul>
    39. 39. Panel Q & A IIE Twin Cities Chapter
    40. 40. Join us for dinner at Claddagh’s Downtown Maple Grove IIE Twin Cities Chapter Directions to Claddagh's from Boston Scientific: 1) Left on Weaver Lake Rd (0.8mi) 2) Right on Elm Creek Blvd (1.0mi) 3) Left on Main St (0.1) - Claddagh's will be on your right hand side.